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6 Prepare a paper outlining various options for country selectivity for consideration by the Executive Board* September 2014 Executive Board session No incremental costs * Entails a new deliverable in the IFAD9 commitment matrix, under the Project efficiency area of reform. (Commitments in this area of reform aim to ensure that results are achieved at a reasonable cost and enhance IFAD s value-formoney.)

7 Develop a grant programme to enhance strategic partnerships with the Food and Agriculture Organization of the United Nations (FAO) and the Consultative Group on International Agricultural Research (CGIAR) to provide technical assistance to fragile and weakly performing borrowing countries and to increase the production and management of knowledge a Help build national technical capacity by drawing on the growing skilled labour force in borrowing member countries b Beginning early 2014 Grant-funded Beginning early 2014 (longterm efficiency gain) Expand, as warranted, ICOs and strengthen their capacity by recruiting country programme officers and assitants c US$250,000 recurrent (not including CFS) Rationalize the use of consultants by recruiting additional specialist staff in PTA to increase in-house technical capacity for providing field support during project design and supervision b US$1.65 million, of which US$1.1 million absorbed in the regular budget leaving a net incremental requirement of US$550,000 a Supports the IFAD9 commitment to Enhance the quality of programme design and implementation support in fragile states by performing deeper analysis of the causes of fragility, under the Fragile states area of reform. b Supports the IFAD9 commitment to Strengthen country programme development, monitoring and management processes to ensure systematic attention to scaling up, broader partnership-building, more rigorous policy analysis, and active engagement in national policy dialogue on agriculture and rural development, under the Scaling up area of reform. c Supports the IFAD9 commitment to Open additional country offices in line with the IFAD Country Presence Policy and Strategy, ensuring adequate delegation of authority at the country level, and cost-efficiency in the set-up and operation of country offices, under the Country-level decentralization area of reform. 7 Policy and Technical Advisory Division (

8 Develop a more robust database with a management dashboard showing the status of the programme of work as a tool for workload analysis Monitor CPM workloads using multiple factors (design, supervision, policy dialogue, etc.) and redistribute workloads as necessary, through staff recruitment, rotation, country redistribution, etc.* US$300,000 capital ICT costs; US$100,00 recurrent costs Starting in 2013, and continuing as part of the annual strategic workforce planning exercise * Supports the IFAD9 commitment to Reduce delays in the project cycle, under the Project efficiency area of reform. Focus administrative budget allocations to increase support to projects facing potential or actual risks (need-based differentiated allocation of resources) a Develop and implement more responsive instruments for middle-income countries (MICs) b Ongoing US$250,000 adjustment costs a Supports the IFAD9 commitment to Reduce delays in the project cycle, under the Project efficiency area of reform. b Supports the IFAD9 commitment to Explore the scope for raising financing from other sources to be submitted to the Executive Board, provided that any related agreements have no consequences for the governance of the Fund, under the New sovereign donors and alternative financing modalities area of reform.

9 Implement the KM framework and plan, including incentives for staff participation Conduct, synthesize and report on up to 30 impact evaluations a Starting end-2013 US$250,000 adjustment costs End-2014; number will depend on available internal resources No cost implications Revise internal guidelines to enhance the strategic orientation of IFAD s Mid-2013 to early 2014 annual grant work plan for b Review and update IFAD s grants policy, strategy and procedures b Upgrade the corporate management information system on projects (the Project Portfolio Management System [PPMS]) to include information on stand-alone grants. End of 2014 to mid-2015 End of 2013 No additional costs a This is an IFAD9 commitment. b Supports the IFAD9 commitment to Strengthen knowledge management processes to enhance IFAD s capacity to capture and harness evidence-based knowledge for scaling up, under the Scaling up area of reform. Implement the action plan for CPLD prepared by PTA, including preparation of the first policy brief, active support to CPMs, and preparation of 4-5 country briefs per year* Ongoing; review of progress and impact by end-2015 * Supports the IFAD9 commitment to Strengthen country programme development, monitoring and management processes to ensure systematic attention to scaling up, broader partnership-building, more rigorous policy analysis, and active engagement in national policy dialogue on agriculture and rural development, under the Scaling up area of reform. Review and update IFAD s RB-COSOP guidelines, including the criteria for deciding when an RB-COSOP is required, e.g. in small country programmes* Completed by mid-2014 US$100,000 adjustment costs (for consultants) * Supports the IFAD9 commitment to Strengthen country programme development, monitoring and management processes to ensure systematic attention to scaling up, broader partnership-building, more rigorous policy analysis, and active engagement in national policy dialogue on agriculture and rural development, under the Scaling up area of reform. 8

10 Revise the QE process* Major reforms already in place (2013); fine-tuning Revise the QA process; early engagement of QA staff may involve travel Revisions being finalized (2013); fine-tuning to continue US$350,000 recurrent additional travel expenses * Supports the IFAD9 commitment to Strengthen country programme development, monitoring and management processes to ensure systematic attention to scaling up, broader partnership-building, more rigorous policy analysis, and active engagement in national policy dialogue on agriculture and rural development, under the Scaling up area of reform.

11 Issue revised guidelines for project supervision that incorporate the recommendations made in the CLEE and the corporate-level evaluation of supervision a Implement reforms to enhance the quality of financial management in projects, such as introduction of risk-based methodologies, increased reliance on country systems and capacity-building in financial management for project staff and IFAD s workforce b Replace the legacy Loans and Grants System (LGS) with a new, modern web-enabled platform, to create a strong foundation for subsequently developing a borrower self-service portal that supports electronic disbursements c Scale up the Nairobi Disbursement Processing Unit to an interregional decentralized hub servicing Western and Central, Eastern and Southern, Northeast and Near African countries, by gradually shifting additional loan administration tasks from Rome to the Nairobi unit By 31 March 2014 End-2014 Capital and recurrent costs can be absorbed into existing budgets Recurrent costs of US$3 million, including depreciation in 2014, growing to US$4.5 million to support decentralized operations In progress; completion by end-2014 a Supports the IFAD9 commitment to Strengthen country programme development, monitoring and management processes to ensure systematic attention to scaling up, broader partnership-building, more rigorous policy analysis, and active engagement in national policy dialogue on agriculture and rural development, under the Scaling up area of reform. b Supports the IFAD9 commitment to Strengthen and, where feasible, increase reliance on country systems and implementation structures, under the Aid effectiveness area of reform. c Supports the IFAD9 commitment to Streamline the Fund s processes and workflows through adoption of improved information and communication technologies, under the Institutional efficiency area of reform. Provide an enabling environment to support extension of decentralized country offices by implementing a financial accountability framework for decentralized operations in ICOs and enabling access to financial systems a Enhance system automation and business processes to achieve both reporting accuracy and resource monitoring effectiveness, as well as process simplification b By 30 September 2014 End-2014 One-time cost implications shown as a consolidated process improvement a Supports the IFAD9 commitment to Open additional country offices in line with the IFAD Country Presence Policy and Strategy, ensuring adequate delegation of authority at the country level, and cost-efficiency in the set-up and operation of country offices, under the Country-level decentralization area of reform. b Supports the IFAD9 commitment to Streamline the Fund s processes and workflows through adoption of improved information and communication technologies, under the Institutional efficiency area of reform. Intensify staff training programmes in project supervision, financial management, etc.* Make relevant knowledge products available to frontline staff, such as CPMs, in easily accessible formats* Ongoing; will be intensified in future US$500,000 consolidated incremental recurrent costs Ongoing; will be intensified in future * Supports the IFAD9 commitment to Strengthen knowledge management processes to enhance IFAD s capacity to capture and harness evidence-based knowledge for scaling up, under the Scaling up area of reform.

12 Prepare and submit for Board approval a review of IFAD s Country Presence Policy and Strategy* December 2013 US$1.75 million one-time adjustment cost for setting up and administering ICOs * Supports the IFAD9 commitment to Open additional country offices in line with the IFAD Country Presence Policy and Strategy, ensuring adequate delegation of authority at the country level, and cost-efficiency in the set-up and operation of country offices, under the Country-level decentralization area of reform.

13 Develop efficiency indicators and benchmarks for key business processes to facilitate the identification of opportunities for process streamlining and cost saving a Review and change key business processes to enhance efficiency a Delegate procurement authority to division directors for conducting low-value procurement of up to 10,000 and related changes in workflow b Further streamline travel processing, including necessary adjustments to the enterprise resource planning (ERP) system c Streamline the Corporate Procurement Guidelines to enhance administrative efficiency by eliminating transactional steps for low-value and low-risk purchases b Proposals by mid-2014 End-2014 US$300,000 one-time adjustment cost Mid-2014 US$300,000 capital costs absorbed under existing 2013 capital project Completion by end-2014 US$300,000 capital costs Completion by mid-2014 a This is an IFAD9 commitment under the Institutional efficiency area of reform. b Supports the IFAD9 commitment to Assess value-added of business processes, and the potential for adopting more cost-effective alternative delivery modalities, including through joint servicing initiatives with other Rome-based agencies, under the Institutional efficiency area of reform. c Supports the IFAD9 commitment to Streamline the Fund s processes and workflows through adoption of improved information and communication technologies, under the Institutional efficiency area of reform.

14 Integrate the core ICT platforms (Oracle-PeopleSoft ERP, Agile Open Source and Microsoft)* Upgrade IFAD s software systems to enable more effective and efficient administrative support of ICOs* Implement ICT systems to support IFAD s operational monitoring and evaluation processes* Implement mobile technologies to allow access to IFAD systems on the move via a range of devices including smart phones and tablets* Develop business intelligence solutions to provide relevant management information to support business decisions* Introduce the comprehensive Grants and Investment Projects System (GRIPS), retire PPMS and reconfigure existing systems that rely on PPMS* Upgrade the Operations Dashboard to accommodate new business imperatives, using information from GRIPS and Flexcube* US$200,000 capital costs Completion by end-2015 US$900,000 capital costs US$200,000 recurrent costs Completion by 2015 US$700,000 capital costs US$100,000 recurrent costs Pilot 2013; development US$100,000 capital costs. Completion by 2015 US$375,000 capital costs US$200,000 recurrent costs End-2013 US$375,000 capital costs End-2014 Costs absorbed by previous action * Supports the IFAD9 commitment to Streamline the Fund s processes and workflows through adoption of improved information and communication technologies, under the Institutional efficiency area of reform. - Augment capacity in the central budget function, a Director of BOD will be recruited, reporting to the Vice-President of IFAD a Strengthen the mid-year review and optimize the budget reallocation process b Study the possibility of automating quarterly budget monitoring and sharing b Recruitment under way Ongoing By end-2014 Recurrent costs absorbed in existing staff resources a Supports the IFAD9 commitment to Consolidate and deepen reforms completed in IFAD8, under the Human resources reform area of reform. b Supports the IFAD9 commitment to Streamline the Fund s processes and workflows through adoption of improved information and communication technologies, under the Institutional efficiency area of reform.

15 Refine the strategic workforce planning exercise in 2014 (and successive years), to ensure that IFAD has the requisite workforce in terms of headcount, competencies and skills to enable it to deliver on the key strategic objectives of IFAD a Ongoing Develop and implement a job titling and job family system for IFAD, as a December 2013 follow-up to the job audit exercise a Implement a new rewards and recognition framework, taking into account best practices for talent and rewards management that include monetary and non-monetary rewards b Strengthen the performance management system to provide managers with the tools to recognize excellent performance and to motivate staff to achieve continuously stronger results January 2014 Included in the regular budget increase December 2014 Follow up on the 2012 Global Staff Survey to address key staff concerns a December 2013 a Supports the IFAD9 commitment to Consolidate and deepen reforms completed in IFAD8, under the Human resources reform area of reform. b Supports the IFAD9 commitment to pilot a pay-for-performance model, under the Human resources reform area of reform.

16 Revise the IFAD accountability framework to incorporate CLEE recommendations a Define delegation of authority to address CLEE recommendations a Improve the data and information base for IFAD s Results Measurement Framework b Completion by end-2014 End-2014 Continuous a Entails a new deliverable in the IFAD9 commitment matrix under the Institutional efficiency area of reform. b Supports the IFAD9 commitment to Report annually to the Executive Board and Evaluation Committee on performance against Results Measurement Framework (RMF) indicators and targets through the Report on IFAD s Development Effectiveness, under the Results reporting area of reform.

17 CLEE recommendation/action CLEE recommendation 1: Scaling up of high impact, innovative approaches emerging out of IFAD-supported projects and programmes should become the objectives of IFAD s business model Increase strategic selectivity 1 Prepare a paper outlining various options for country selectivity for consideration by the Executive Board. September 2014 Executive Board session No incremental costs Increase in-house technical expertise and reduce dependence on consultants 2 Develop a grant programme to enhance strategic partnerships with FAO and CGIAR to provide technical assistance to fragile and weakly performing borrowing countries and to increase the production and management of knowledge 3 Help build national technical capacity by drawing on the growing skilled labour force in borrowing member countries 4 Expand, as warranted, ICOs and strengthen their capacity by recruiting country programme officers and assistants 5 Rationalize the use of consultants by recruiting additional specialist staff in PTA, to increase in-house technical capacity for providing field support during project design and supervision Balance the workload among CPMs 6 Develop a more robust database with a management dashboard showing the status of the programme of work as a tool for workload analysis 7 Monitor CPM workloads using multiple factors (design, supervision, policy dialogue, etc.) and redistribute workload as necessary, through staff recruitment, rotation, country redistribution, etc. Beginning early 2014 Grant-funded Beginning early 2014 (long-term efficiency gain) US$250,000 recurrent (not including CFS) US$1.65 million, of which US$1.1 million absorbed in the regular budget leaving a net incremental requirement of US$550, US$300,000 capital ICT costs; US$100,00 recurrent costs Starting in 2013, and continuing as part of the annual strategic workforce planning exercise Implement a more differentiated allocation of resources and increase customization to country needs 8 Focus administrative budget allocations to increase support to projects facing potential or actual risks (need-based differentiated allocation of resources) Develop and implement more responsive instruments for MICs Ongoing US$250,000 adjustment costs Aim for better integration between lending and non-lending activities Knowledge management and grants strategy 10 Implement the KM framework and plan, including incentives for staff participation Starting end-2013 US$250,000 adjustment costs 11 Conduct, synthesize and report on up to 30 impact evaluations End-2014; number will depend on available internal resources No cost implications 12 Revise internal guidelines to enhance the strategic orientation of IFAD s annual grant work plan for Mid-2013 to early Review and update IFAD s grants policy, strategy and procedures End-2014 to mid Upgrade the corporate management information system on projects (PPMS) to include information on stand-alone grants Policy dialogue 15 Implement the action plan for CLPD prepared by PTA, including preparation of the first policy brief, active support to CPMs, and preparation of 4-5 country briefs per year End-2013 No additional costs Ongoing; review of progress and impact by end-2015

18 Results-based country strategic opportunities programmes 16 Review and update IFAD s RB-COSOP guidelines, including the criteria for deciding when an RB-COSOP is required, e.g. in small country programmes Streamline operational processes Quality enhancement and quality assurance processes Completed by mid-2014 US$100,000 adjustment costs (for consultants) 17 Revise the QE process Major reforms already in place (2013); fine-tuning Revise the QA process; early engagement of staff may involve travel Revisions being finalized (2013); fine-tuning to continue US$350,000 recurrent additional travel expenses Project supervision and financial management 19 Issue revised guidelines for project supervision that incorporate the recommendations made in CLEE and the corporate-level evaluation of supervision 20 Implement reforms to enhance the quality of financial management in projects, such as introduction of risk-based methodologies, increased reliance on country systems and capacity-building in financial management for project staff and IFAD s workforce 21 Replace the LGS with a new, modern web-enabled platform, to create a strong foundation for subsequently developing a borrower self-service portal that supports electronic disbursements 22 Scale up the Nairobi disbursement processing unit to an interregional decentralized hub servicing Western and Central, Eastern and Southern, and Northeast and Near African countries, by gradually shifting additional loan administration tasks from Rome to the Nairobi unit Accounting and financial reporting 23 Provide an enabling environment to support extension of decentralized country offices by implementing a financial accountability framework for decentralized operations in ICOs and enabling access to financial systems 24 Enhance system automation and business processes to achieve both reporting accuracy and resource monitoring effectiveness, as well as process simplification Enhance staff skills and productivity 25 Intensify staff training programmes in project supervision, financial management, etc. 26 Make relevant knowledge products available to frontline staff, such as CPMs, in easily accessible formats 27 Intensify staff training programmes for topics such as project supervision and financial administration, etc. By 31 March 2014 End-2014 Capital and recurrent costs can be absorbed into existing budgets Recurrent costs of US$3 million, including depreciation in 2014, growing to US$4.5 million to support decentralized operations In progress; completion by end September 2014 End-2014 One-time cost implications shown as a consolidated process improvement Ongoing; will be intensified in future US$500,000 consolidated incremental recurrent costs Ongoing; will be intensified in future On-going but will be intensified in future. CLEE recommendation 2: Articulate and implement a clear vision for country presence and how IFAD would operate in a decentralized environment 28 Prepare and submit for Board approval a review of IFAD s Country Presence Policy and Strategy December 2013 US$1.75 million one-time adjustment cost for setting up and administering ICOs CLEE recommendation 3: Manage oversight and support units, including critical ICT functions, with a clear focus on increasing service quality and cost-efficiency Improve business processes 29 Develop efficiency indicators and benchmarks for key business processes to facilitate the identification of opportunities for process streamlining and cost saving Proposals by mid a Review and change key business processes to enhance efficiency End-2014 US$300,000 one-time

19 30 Delegate procurement authority to division directors for conducting low-value procurement of up to 10,000 and related changes in workflow 31 Further streamline travel processing, including making the necessary adjustments to the ERP system 32 Streamline the Corporate Procurement Guidelines to enhance administrative efficiency by eliminating transactional steps for lowvalue and low-risk purchases Increase application of information and communications technology 33 Integrate the core IT platforms (Oracle-PeopleSoft ERP, Agile Open Source and Microsoft) 34 Upgrade IFAD s software systems to enable more effective and efficient administrative support of ICOs 35 Implement ICT systems to support IFAD s operational monitoring and evaluation processes 36 Implement mobile technologies to allow access to IFAD systems on the move via a range of devices including smart phones and tablets 37 Develop business intelligence solutions to provide relevant management information to support business decisions 38 Introduce GRIPS, retire PPMS and reconfigure existing systems that rely on PPMS 39 Upgrade the Operations Dashboard to accommodate new business imperatives, using information from GRIPS and Flexcube adjustment cost Mid-2014 US$300,000 capital costs absorbed under existing 2013 capital project Completion by end-2014 US$300,000 capital costs Completion by mid US$200,000 capital costs Completion by end-2015 US$900,000 capital costs US$200,000 recurrent costs Completion by 2015 US$700,000 capital costs US$100,000 recurrent costs Pilot 2013; development US$100,000 capital costs Completion by 2015 US$375,000 capital costs US$200,000 recurrent costs End-2013 US$375,000 capital costs End-2014 Costs absorbed in previous action CLEE recommendation 4: Better manage scarce budgetary resources towards high-quality results 40 Augment capacity in the central budget function; a Director of BOD will be recruited, reporting to the Vice-President of IFAD 41 Strengthen the mid-year review and optimize the budget reallocation process 42 Study the possibility of automating quarterly budget monitoring and sharing Recruitment under way Ongoing By end-2014 Recurrent costs absorbed in existing staff resources CLEE recommendation 5: Manage strategically the skills composition, cost and performance of the workforce 43 Refine the strategic workforce planning exercise in 2014 (and successive years), to ensure that IFAD has the requisite workforce in terms of headcount, competencies and skills to enable it to deliver on the key strategic objectives of IFAD9, Develop and implement a job titling and job family system for IFAD, as a follow-up to the job audit exercise 45 Implement a new rewards and recognition framework, taking into account best practices for talent and rewards management that include monetary and non-monetary rewards 46 Strengthen the performance management system to provide managers with the tools to recognize excellent performance and to motivate staff to achieve continuously stronger results 47 Follow up on the 2012 Global Staff Survey to address key staff concerns Ongoing December 2013 January 2014 Included in the regular budget increase December 2014 December 2013

20 CLEE recommendation 7: Instil an institutional culture of accountability and performance, and strengthen reporting for results 48 Revise the IFAD accountability framework to incorporate CLEE recommendations 49 Define delegation of authority to address CLEE recommendations End Improve the data and information base for IFAD s Results Measurement Framework Completion by end-2014 Continuous